The book is an easy and fun read, and is a great reminder of many of the things that we marketers know intuitively but may have forgotten in the rush of doing our daily jobs. Keep it on your desk, refer to it often and tell a friend. Want a branded edition of 42 Rules of Marketing 2nd Edition? Laura Lowell is passionate about helping companies be heard; to get the right message to the right customer at the right time. As a sought after consultant, author, and speaker in Silicon Valley, Laura has shared her pragmatic approach to marketing with hundreds of individuals and companies.
She lives in Los Gatos, California with her husband Rick, their two daughters, and their dog.
42 Rules of Marketing: A Funny Practical Guide with the Quick and Easy Steps to Success
For book art, author pictures, or affiliate links, visit the Affiliate Resource page. Search within the Happy About family of sites! However, there came a period in college when I lost my way. My attendance at Purdue was facilitated by an Army ROTC scholarship, at a time when the Vietnam War was stoking nationwide protests across nearly every college campus. Compared to other campuses, Purdue was a fairly conservative school, but we had a chapter of the Students for Democratic Society SDS , and they regularly protested the war on the mall or at the Armory.
I had mixed feelings about the war when I arrived at Purdue in , having spent most of my high school years in Europe—insulated from the anti-war movement.
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But since I had an ROTC scholarship and my dad was retiring from the Air Force and starting law school about the same time I entered college, I felt an obligation to stay in a program that was paying my way. I also worked 4 hours each evening Monday - Friday as a janitor, cleaning the second floor of the university library to help make ends meet. Just walking across campus in uniform to attend military drills drew unwanted attention. So, when the annual Army ROTC awards ceremony occurred in the spring of my freshman year , and knowing that I was not an award recipient, I decided to skip the ceremony and attend the SDS rally in the mall instead.
Upon arriving at the armory, they broke open the large truck-sized doors and entered, chanting loud and strong. State troopers in riot gear soon arrived to keep the protesters away from the formation of cadets. He called me in the following morning and told me that my scholarship was being put on probation. This was a wakeup call for me, and it began the reshaping of my attitude.
I had to decide which side to be on. I came to realize that I wanted to be a leader more than a protestor. Like some other Americans, I may have thought that the Vietnam War was ill-advised, but I also realized that there were alternative ways to make my mark on the world.
When ROTC summer camp training rolled around between my junior and senior year, I spent nine weeks at Fort Riley and did well enough to become the third-ranking cadet at Purdue during my senior year.
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Upon graduation from Purdue in , I was one of six cadets designated a Distinguished Military Graduate. You need building blocks to realize that dream. During those early years at Purdue—at least as it applied to an Army career—I lacked ambition, a good self-awareness, and perseverance. I simply knew that I owed four years to the Army after graduation because of my scholarship, but after that, I thought I could move on to something else.
Consider, for example, all the other concepts that courage connects to in workplace settings. Innovation takes courage because it requires creating ideas that are ground-breaking and tradition-defying; great ideas always start out as blasphemy! And sales always take courage because it requires knocking on the doors of prospects over and over in the face of rejection. Having a way of categorizing courageous behavior allows you to pinpoint the exact type of courage that each individual worker may be most in need of building.
The first bucket of courage is TRY Courage. TRY Courage is the courage of action. It is the courage of initiative. TRY Courage requires you to exert energy in order to overcome inertia. You experience your TRY Courage whenever you must attempt something for the very first time, as when you cross over a threshold that other people may have already crossed over.
First attempts; for example, the first time you lead an important strategic initiative for the company. Pioneering efforts, such as leading an initiative that your organization has never done before. Taking action. All courage buckets come with a risk, and the risk is what causes people to avoid behaving with courage. The risk associated with TRY Courage is that your courageous actions may harm you, and, perhaps more importantly, other people. If you act on the risk and wipe out, not only are you likely to be hurt, but you could also potentially harm those around you.
It is the risk of harming yourself or others that most commonly causes people to avoid exercising their TRY Courage. TRUST Courage is very hard for people who tend to be controlling and those who have been burned by trusting people in the past. Following the lead of others, such as letting a direct report facilitate your meeting. Presuming positive intentions and giving team members the benefit of the doubt. By trusting others, you open yourself up to the possibility of your trust being misused. Thus, many people, especially those who have been betrayed in the past, find offering people trust very difficult.
For them, entrusting others is an act of courage. TELL Courage is what is needed to tell the truth, regardless of how difficult that truth may be for others to hear. It is the courage to not bite your tongue when you feel strongly about something.
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TELL Courage requires independence of thought. Speaking up and asserting yourself when you feel strongly about an issue. Using constructive confrontation, such as providing difficult feedback to a peer, direct report, or boss. TELL Courage can be scary and comes with risks too. Courage is Contagious. Understanding and influencing courageous behavior requires that you be well versed in the different ways that people behave when their courage is activated. By acting in a way that demonstrates these different types of courage, and by fostering an environment that encourages them, you can make your company culture a courageous one where employees innovate and grow both personally and professionally.
A former member of the U. High Diving Team, Bill is considered the originator of the new organizational development practice of courage-building. Department of Veterans Affairs.
hofirbami.tk The only questions are what and how much. Poor choices lead you into failure, and good choices take you out of failure. Nobody likes failure. We are lead to believe that failure means that there is something wrong with us. Failure simply represents a challenge; not something to avoid. We crave certainty, and that feeds our fears. The lesson of Fail More is to keep going. But your purpose will compel you to keep going, adapt, and grow. Rowling, David Neeleman, and other well-known and not so well-known individuals, but he includes his own experiences that give it depth and credibility.
Fail More will help you to work past your fears, the obstacles, set realistic goals, and learn from every result. Success is a process, and failure is part of that process. Failure gives you the critical feedback you need to make the necessary adjustments to bring you closer to your goal. Life serves adversity as a barrier to entry in the pursuit of happiness.. Look within as you work to create value for people by first becoming of value to yourself..
Enjoy the fruits of your labor while you are engaged in their pursuit. We all start at a place where we need to improve if we are going to succeed on a more significant scale. Procrastination, lack of prioritization, and the absence of goals all have their origins in fear.
In order to get what you want, you have to do those things that give you the confidence to do just a little bit more the next day. Thomas Jefferson was skilled in many fields. In December , John F. Jefferson dined here alone. Jefferson cared for people and always offered advice when asked. A year before his death, he was asked by a father to give some counsel to his young son, Thomas Jefferson Smith. He responded with a letter that began:. Monticello Feb. Th: Jefferson to Th: Jefferson Smith.
The letter concluded with ten rules to live by Jefferson titled A Decalogue of Canons for observation in practical life :. Never put off till tomorrow what you can do to-day.
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Never trouble another for what you can do yourself. Never spend your money before you have it. Never buy a what you do not want, because it is cheap; it will be dear to you.
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